The Data Is telling You Something: Do You Know What Its Saying

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The Data Is telling You Something Do You Know
What Its Saying?

• NSBA TL 2
• Anaheim, CA
• October 23, 2003

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Presenters

• Irene Spero, Vice President, CoSN
• Tom Olson, Coordinator, Western States
  Benchmarking Consortium

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CoSN Mission

• To serve as the premier national voice for
  promoting the use of information technologies and
  the Internet to improve K-12 learning.
• WWW.COSN.ORG

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• Leadership Development supporting school leaders
  to ensure technology has a positive effect on
  learning
• Advocacy creating an effective voice on
  education technology issues
• Coalition Building building partnerships and
  collaborative efforts around the use of
  technology in schools
• Emerging Technology exploring meaningful uses
  for new technologies in education

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VISION TO KNOW AND DOwww.3d2know.org

• Launched by CoSN to help educators use data
  effectively with support from ETS, IBM and SAS
• Goals
• a highly-respected source of up-to-date,
  unbiased information
• an easy to use mechanism for educating school
  leaders
• a nationally-recognized framework for sharing
  knowledge

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VISION TO KNOW AND DOThe Power of Data as a Tool
in Educational Decision Making

• Highlights school districts using data analysis
  systems to improve student outcomes
• Identifies factors for successfully integrating
  data into decision making processes
• Calls for more emphasis on data-driven decision
  making as a way to prepare students with 21st
  century educational skills

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CONTEXT

• Standards driven reform
• Assessments tied to standards
• Raised expectations for all students
• Technology tools
• Accountability mandates in No Child Left Behind

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NO CHILD LEFT BEHIND

• Data collection, analysis and reporting are
  critical components of No Child Left Behind
  (NCLB).
• School districts must collect more data, in more
  detail and disaggregate them.
• State-level systems and support are being
  developed for collecting and integrating student
  assessment data with demographic information

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MOVING BEYOND THE MANDATE

• NCLB is an opportunity to
• use data to transform teaching, learning and
  administration.
• inform decisions about everything from class
  schedules to textbook reading levels to
  professional development budgets.
• provide a rationale for decisions that parents,
  teachers, taxpayers, and students can understand.

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DATA RICH DISTRICTS

• School districts and school district consortia
  are moving a step ahead of NCLB requirements
• by integrating data reporting into a
• culture of continuous improvement

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Western States Benchmarking Consortium

• WWW.COSN.ORG

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WESTERN STATES BENCHMARKING CONSORTIUM

• USING DATA FOR CONTINUOUS IMPROVEMENT
• Tom Olson, Coordinator

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GOALS OF THE CONSORTIUM

• DEVELOP A COMMON VISION OF WORLD CLASS
  PERFORMANCE
• SHARE BEST PRACTICES
• EXPAND AVAILABLE EXPERTISE TO SOLVE PROBLEMS
• INFLUENCE A POSITIVE VISION FOR PUBLIC EDUCATION

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CURRENT MEMBERSHIP

• BLUE VALLEY, KS
• CHERRY CREEK, CO
• LAKE WASHINGTON, WA
• PLANO, TX
• POWAY, CA
• VANCOUVER, WA
• STRONG PARTNERSHIP WITH AASA

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CHARACTERISTICS OF MEMBER DISTRICTS

• LARGE, FAST GROWING (ENROLLMENTS RANGE FROM
  16,000 TO 52,000 STUDENTS)
• RECORD OF HIGH PERFORMANCE IN STUDENT
  ACHIEVEMENT, LEADERSHIP AND ORGANIZATIONAL
  PRACTICES
• LEADERSHIP COMMITMENT TO CONTINUOUS IMPROVEMENT
  THROUGH MEANINGFUL USES OF DATA

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High Tech Environments Influence our Members Work
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Microsoft
Hewlett Packard
Intel
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Denver Tech. Center
Sprint
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Telecomm Corridor
Gateway and Qualcom
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Core Beliefs About Public Education

• Democracys IMPERATIVE
• High learning for each student is necessary to
  ensure democracys future

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GUIDED BY

• TRULY PERSONALIZED LEARNING
• SHARED ACCOUNTABILITY
• CONTINUOUS USE OF VARIETY OF DATA
• PROGRESS ON DEFINED AND AGREED-UPON BENCHMARKS

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CONSORTIUM BENCHMARKS A PATHWAY TO EXCELLENCE

• Four Strategic Areas
• STUDENT LEARNING
• CAPACITY DEVELOPMENT
• COMMUNITY CONNECTIONS
• DATA -DRIVEN DECISION- MAKING

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THE FOUR STRATEGIC AREAS DRIVE ALL OUR WORK

• 3 MEETINGS A YEAR TO SHARE PAIN POINTS AND BEST
  PRACTICES
• JOB-ALIKE GROUPS (INCLUDING A DATA/TECHNOLOGY
  GROUP)
• SPECIAL TASK GROUPS OPERATE BETWEEN MEETINGS TO
  DO RESEARCH AND DEVELOP RECOMMENDATIONS FOR
  CONSORTIUM WORK

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KEY DRIVING ASSUMPTION..

• TRUE MEANINGFUL ACCOUNTABILITY MEANS
  RESPONSIBILITY FOR MORE THAN THE USING A STOP
  WATCH AT THE FINISH LINE!
• ITS MUCH MORE THAN JUST TEST SCORES!

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LATERAL ACCOUNTABILITY.. whereby people

• Come together around common challenges
• Agree on core principles and quality standards
• Hold themselves accountable for fidelity to these
  principles and standards
• Seek best practices and provide mutual help for
  continuous improvement

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BENCHMARKS FORMAT

• 4 POSSIBLE LEVELS OF PERFORMANCE ARE STATED
• LEVEL 1 EMERGENT
• LEVEL 2 ISLANDS
• LEVEL 3 INTEGRATED
• LEVEL 4 EXEMPLARY

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FORMAT (ctnd.)

• Within each of the 4 strategic areas there are 4
  Benchmarks
• Within each benchmark, there is an overall impact
  question
• Each benchmark then has a description of several
  indicators of organizational behaviors and
  system support across the four levels (emergent,
  islands, integrated, exemplary)

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Identifying Our Targets in DDDM

• Data-driven decision-making benchmarks.
• Using data to affect student performance
• Using information to improve instructional
  practice
• Relating investments, outcomes and improvement
  strategies
• Using a variety of data effectively

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IMPACT QUESTIONSDDDM.

• How is the current data collection and analysis
  process organized and utilized to maximize
  student achievement gain?
• How has student learning improved as a result of
  data-driven instructional practices

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IMPACT QUESTIONS ctnd

• How does the data collection and analysis process
  relate investments, improvement strategies and
  outcomes?
• How effectively do decision-makers use a variety
  of data to make decisions?

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What Weve Learned About

• Coming together
• Staying together
• Getting work done together

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CONSORTIUM WEB SITE

• WWW.WSBENCHMARK.ORG
• (Affords information about the Consortium and
  links to each member districts Web site)
• QUESTIONS? CONTACT
• Tom Olson, Consortium Coordinator _at_
  Tskiis_at_aol.com

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THE POWER OF DATA

• Assess the current and future needs of students
• Decide what to change
• Determine if goals are being met
• Engage in continuous school improvement
• Identify root causes of problems
• Promote accountability

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BARRIERS TO DATA USE

• Lack of training in data use
• No uniform data collection
• Lack of leadership at the school and district
  level
• Outdated technology
• Unclear priorities
• Distrust of data use

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DATA DISTRICTS LESSONS LEARNED

• It takes time.
• It has to start at the top.
• Progress has to be measurable
• Business models are starting points.
• Community outreach is essential.
• Data driven decision making can be a powerful
  tool in changing student outcomes and promoting
  continuous improvement.

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TEN REASONS TO BRING DATA INTO DECISIONS

• Assess the current and future needs of students
• Decide what to change
• Determine if goals are being met.
• Engage in continuous school improvement
• Identify root causes of problems. (continued)

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TEN REASONS TO BRING DATA INTO DECISIONS

• 6.Align instruction to standards.
• 7. Provide personalized instruction.
• 8. Track professional development
• 9. Meet accountability provisions of NCLB
• 10. Keep constituents informed about progress.

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HELP US TO LEARN MORE

• Let us hear from you
• Name
• Location
• Enrollment
• Goal
• Process
• Tools
• Results

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ADDITIONAL INFORMATION

• What's New
• Publications
• Best Practices
• Other Resources
• Subscribe to the Newsletter
• www.3d2know.org

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Visit www.3d2know.org
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• Visit our website for updates about CoSN
  programs, activities and information sources
• www.cosn.org
• Irene Spero, irene_at_cosn.org

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